Ebix has signed an agreement to acquire Yatra Online (pictured)
US software services firm Ebix has announced the acquisition of India’s Yatra Online through a merger deal with an enterprise value of US$337.8 million.
Following the completion of the transaction, Yatra will become part of Ebix’s EbixCash travel portfolio alongside Via and Mercury, and will continue to serve customers under the Yatra brand.
Ebix has signed an agreement to acquire Yatra Online (pictured)
Ebix chairman, president and CEO Robin Raina said in a statement that the acquisition of Yatra would lend itself to “significant synergies”, as EbixCash emerges as India’s largest and most profitable travel services company, besides being the largest enterprise financial exchange in the country.
“Over the last few months, we have evolved a detailed synergistic plan, that once fully executed can provide between 40 to 75 cents of accretion to the Ebix non-GAAP EPS. We are excited by the cross-selling opportunities that this combination provides us, while further strengthening our future EbixCash IPO offering,” he added.
“Over the last several years, we have built Yatra into one of India’s most well-recognised e-commerce brands, growing into the leading corporate travel services provider and one of the largest consumer travel companies.
Becoming a part of Ebix’s EbixCash travel portfolio will enable us to continue on that path.
Said Dhruv Shringi, co-founder and CEO of Yatra Online: “As part of a larger diversified organisation with the necessary scale and resources to be a leader in today’s dynamic travel marketplace, we will provide more options and an enhanced experience for our joint customers and will be an even stronger partner to the airline, hotel, car rental and other businesses we work with.”
In an increasingly connected world, Wi-Fi is no longer considered a want, but a need. It’s amazing to think that 57 per cent of a global population of 7.7 billion are already considered active Internet users, and the number continues to grow at a rate of more than 11 new users per second.
With such high Internet penetration rates, it is only to be expected that consumers’ demands for data are also evolving with equal tenacity.
Not only are users demanding faster connections, more reliable and secure networks, and ease of accessibility, they’re also expecting coverage everywhere they go. The latest trend? Wi-Fi in the sky.
According to a study by Inmarsat, more than half of airline passengers (55 per cent) describe inflight Wi-Fi as an essential. Based on the 2018 survey, Wi-Fi is now so critical to passengers that more than three quarters (78 per cent) would be more likely to rebook with an airline if high-quality Wi-Fi is available. In fact, inflight connectivity is in such high demand that the majority of today’s airline passengers are willing to sacrifice other inflight amenities for internet access.
Hence the question – should inflight connectivity be an entitlement and offered as a free service, or should it be monetised and charged per use?
Drivers of the demand
The workings of the aviation industry are increasingly being influenced by millennials.
Having grown up in a time of rapid change – think technological advancements, globalisation and economic disruption – this two-billion-strong generation has developed very different expectations when it comes to connectivity, compared to those before them.
Many Gen Y-ers connect across multiple devices almost 24/7; they consider connectivity as vital as any other basic human need; and they have often been found to make booking decisions based on the availability of Wi-Fi offerings by airlines – even foregoing a preferred brand if the service isn’t up to par.
Another demographic driving the demand for inflight connectivity is that of business travellers. Some 74 per cent of business travellers feel that inflight Wi-Fi is crucial, with almost nine in 10 (87 per cent) stating that if inflight Wi-Fi was available, the transition from the office to the sky would be a lot more seamless, and they would be more likely to work and be productive on a plane.
The case for free inflight Wi-Fi
To meet growing demands, an increasing number of airlines are offering free inflight Wi-Fi for all passengers, and it’s a strategic move that lends several benefits.
For one, it contributes to outstanding passenger experiences, where travellers will have access to a full suite of services on board their flights. That means they can stay connected to apps, emails, video streaming services and more, even while 30,000 feet in the air.
Offering free inflight connectivity also enables airlines to capture the loyalty of an increasingly discerning audience, with 70 per cent of passengers in Asia-Pacific likely to recommend inflight Wi-Fi having tried it previously, and 78 per cent of passengers being more likely to rebook with an airline if high-quality inflight Wi-Fi is available.
The resulting increase in data use will also enable airlines to learn more about their passengers, and in so doing, they are able to offer third-party advertisers and sponsors immensely targeted reach to this captive audience. With the numbers of advertisers using second- and third-party data set to rise to 64 per cent in the next two years, this rich data could prove very lucrative for airlines.
So is free inflight connectivity the way of the future?
Fitting the equipment on an aircraft can be a costly investment, and revenue from selling the service may not immediately recoup on the initial investment or cover ongoing costs, which explains why some airlines are still hesitant to jump on the bandwagon.
In fact, a study carried out by London School of Economics and Political Science, in association with Inmarsat, found that inflight broadband will be a US$130 billion market by 2035, and airlines will generate an additional US$30 billion in incremental revenue. The research also identified that inflight broadband has the potential to potentially unlock a US$52 billion market within Asia-Pacific by 2035.
However, the rewards for providing free inflight connectivity can be great.
Some airlines are taking the initial steps of de-monetising the technology through a tiered system. Believing that speed and security features matter to users, travellers are offered “free-mium” packages where they receive basic services free of charge, but pay for premium offerings as required.
Others, like Air New Zealand, have also begun moving away from monetising its connectivity service through selling sessions, and have seen the bigger picture in not just offering the best passenger experiences, but capitalising on the huge potential to earn ancillary revenues as well. Not to mention, many airlines have also been relying on third-party sponsorship to compensate the costs of installing and operating inflight broadband.
With a growing appetite for connectivity, and increasing justifications for providing it free of charge, there’s no doubt that we’ll continue to see airlines around the world follow suit, but how long before it becomes a universally enforced practice is something we’ll have to wait and see.
UK-based hotel group Yotel will debut in Australia when its first property in Melbourne launches come 2022.
Yotel Melbourne will be a 244-room property located on 63-69 City Road in Southbank – within walking distance of Melbourne’s CBD, the Arts Precinct, Federation Square and the Melbourne Cricket Ground.
Rendering of the upcoming Yotel Melbourne
The flagship property in Australia for the group will feature the brand’s latest generation of cabins all equipped with a SmartBed, as well as Yotel’s signature Komyuniti spaces – areas for co-working, informal meetings, relaxing and socialising. The property will also feature a 24/7 gym and viewing deck with restaurant and bar.
Yotel Melbourne has been signed under a management agreement with Cornerstone Partners Group, an integrated hospitality asset owner and developer with offices in Malaysia, Taiwan and Australia.
“Yotel Melbourne will serve as a launching pad for our brand across the country… We are already exploring development opportunities in Sydney, Brisbane and Perth and we are confident we will soon have a robust hotel pipeline in place, targeting both our international customer base as well as the domestic market,” Hubert Viriot, CEO of Yotel, said in a statement.
The group is planning to bring all three of its brands to the region: Yotel (the city centre concept), YotelAir (located at airports and transport hubs) and YotelPAD (designed for long staying guests).
Waldorf Astoria Maldives Ithaafushi, Maldives The 122 all-villa resort spans three interconnected islands, a 30-minute yacht ride away from Malé International Airport. Each beach, reef or overwater villa opens onto either a white sand beach or an expansive deck, and features a private infinity pool with uninterrupted views of the Indian Ocean. There are also two Stella Maris Ocean Villas, accessible only by boat, as well as the 32,000m2 Ithaafushi Private Island. The private island features a four-bedroom residence, three-bedroom beach villa and a two-bedroom overwater villa, and its own amenities such as an overwater spa and gym, five swimming pools, and an entertainment centre.
Waldorf Astoria Maldives Ithaafushi also boasts 11 dining venues, ranging from The Ledge barbecue restaurant overseen by Michelin-starred chef Dave Pynt, to Middle Eastern restaurant Yasmeen. Other amenities include the Waldorf Astoria Spa, a 40m-long pool, fitness centre, watersports and dive centre, as well as a kids’ club.
Hyatt Place Tokyo Bay, Japan The first Hyatt Place hotel to open in Japan is located in Urayasu City in Chiba Prefecture, offering 363 rooms and suites, some of which overlook Tokyo Bay. Other facilities within the 10-storey Hyatt Place Tokyo Bay include an all-day dining facility, a 24-hour gym, and two function rooms. Dining venues include the 24/7 Gallery Kitchen (which also has two private rooms that can accommodate 14 to 60 people); Gallery Market with take-out options, while watering holes include the 9 Dot Bar and Rooftop Bar.
Kafnu Ho Chi Minh City, Vietnam Hospitality company, Next Story Group, has opened its fifth Kafnu-branded property in Vietnam’s Ho Chi Minh City. Spanning 2,440m2, the eight-storey Kafnu Ho Chi Minh City has eight ensuite hotel rooms and offers members round the clock access to a range of work spaces including hot desks and private offices, high-speed Internet, a soundproof phone booth, and five meeting rooms with video conferencing capabilities. In addition, there’s the Virtual Fitness Studio which offers over 1,500 classes, Habitat Cocktail Bar, and Soy Restaurant featuring modern Asian cuisine.
Novotel Chiang Mai Nimman Journeyhub, Thailand Novotel has made its debut in Chiang Mai’s Nimman area with 202 rooms and suites, some of which feature private balconies and garden access. Guests will have access to a fitness centre, rooftop swimming pool, as well as three F&B options including the all-day dining restaurant Food Exchange. For corporate events, the hotel also has four meeting rooms and a pillarless ballroom that overlooks the garden atrium and can accommodate up to 240 guests.
The 229-key St Regis Bangkok has launched a new wellness programme incorporating Thai boxing (Muay Thai) with the addition of a boxing ring to its list of recreational amenities.
Guests will be under the watchful eye of Thai boxing instructor, Boonsanong Borchae, better known as Coach Jack, who brings more than 15 years of Thai boxing expertise and holds a degree in sport science.
During customised training sessions tailored for beginners through skilled practitioners, Coach Jack will guide participants on the traditions, rituals and customs of the sport. The training focuses on precision and safety, while ensuring full enjoyment of their Thai boxing immersion. Complimentary equipment is provided (fitted gloves and knee pads) along with water and fresh towels.
Thai boxing training sessions are US$44 per hour plus taxes for St Regis Bangkok’s in-house guests, or US$63 per hour plus taxes for non-guests.
The ring is located within the 15th floor Wellness Center, which features an array of TechnoGym ellipticals, treadmills and stationary bikes; free weights; TRX suspension trainers; exercise mats and foam rollers.
To complement the new Thai Boxing sessions, the hotel offers several additional options that can enhance a guest’s overall wellness experience, such as a Total Wellness Dining Program; and a toning package at the spa.
Guests may opt for a nutritional consultation with executive chef Chris to create a customised meal programme to follow during their stay. They may choose from three categories: Muscle Builder (focusing on foods that help muscle building), Refuel (healthy breakfast, lunch and dinner choices that replenish the body), or Calorie Watch (for those looking to limit high-calorie indulgences). Pricing is dependent upon the number of meals chosen.
As an added fitness option, F-EMS training at the ELEMIS Spa provides a full-body workout to tone and shape the body. F-EMS training works 350 muscles simultaneously to burn more than 1,000 calories in 25 minutes with the guidance of a Body Contouring Specialist. The package includes a 30-minute F-EMS session and is offered for US$78 plus taxes.
Crowding a regular phenomena at the Ruins of St Paul’s
Macau is showing early signs of capacity strains after recent accessibility enhancements in the Pearl River Delta like the high-speed rail connection and the Hong Kong-Zhuhai-Macao Bridge.
Crowding a regular phenomena at the Ruins of St Paul’s
During the recent May 1 Labour Day Holiday, visitor arrivals surged 37 per cent to 636,644, almost equivalent to the city’s total population (667,400).
With visitors concentrated in some key attractions, industry players say more can be done to disperse traffic. Based on findings from several visitor profile studies conducted by the Macao Government Tourism Office (MGTO) in the past five years, the top three attractions for the visitors are the Ruins of St Paul’s, Senado Square and Cotai Strip. Taipa and Coloane Village have also experienced visitor surges during peak periods.
China Travel Service (Macao), travel department sales and marketing manager, Pun Cheng-man, said: “We feel the (effects of) overtourism especially during weekends and public holidays. Cotai and Taipa are key sightseeing points, and both are always packed with tourists.”
Pun said the uneven distribution of tourists has caused “nuisances to neighbourhood and local residents”.
Charles Huang, COO of Macau Hotel Sun Sun, located within Inner Harbour, opined: “Overtourism is a result of government’s focus on promoting traditional attractions only.”
Huang suggested that unused piers in Inner Harbour can be transformed into tourist-friendly F&B zones. He also hopes for Inner Harbour to be added as a stop for eventgoers during festivals such as Chinese New Year.
Visitor traffic can also be managed by holding tourist activities outside of peak periods. “For instance, the annual Macao International Fireworks Display Contest takes place on busy weekends. Why not do it Friday? This can also entice visitors to stay one more night. It’d better if the event can be held in first half of the year,” Huang proposed.
In Taipa Village, some tourism players don’t believe crowding is a problem yet. Taipa Village Destination, head of marketing Pamela Chan, said: “Since there is a growing number of attractions in Macau, visitors are being distributed to different areas.”
She added that Taipa Village can afford to continue welcoming more visitors. “I can see the footfall traffic diversification all around Macau, between Cotai, Taipa and the Macau Peninsula.”
A restaurateur who sees tourist business peak in the month of May, too said that visitor traffic is adequately spread out between his Taipa and Macau Peninsula outlets.
“We did see a slight bump in visitors as compared to last year. However, traffic was divided in both areas. Cotai caters to more upmarket tourists and Macau has more options for budget hotels.”
Similar to Chan, he feels he is ready to welcome even more business.
Still, the strong growth in arrivals is already prompting the MGTO and relevant bodies to implement measures to alleviate crowds. For instance, a new app was launched in March 2019 to help residents and visitors better monitor traffic to avoid crowds. The application predicts visitor density at tourist attractions within four hours, 24 hours and seven days, and classifies the forecast at various levels from “comfortable” to “heavily congested”.
The MGTO spokesman said: “Another focus has been on attracting visitors to different parts of the city, during different times of the year, with projects like the Step Out, Experience Macao’s Communities walking tours, along with events like the Art Macao (which inaugurated on June 6), as well as new attractions such as Anim’Arte Nam Van and the Grand Prix Museum.”
Meanwhile, there are pipeline projects for urban planning in and around the Ruins of St Paul’s and Barra. The Transport Bureau has also continually improved traffic control measures, and the Light Rail Transit (Taipa Line) System is expected to be operational in 2019.
Moreover, MGTO hopes to complete feasibility studies within this year, before submitting its findings to the government for further analysis and consideration.
Visitor numbers to Mount Cook National Park have exceeded one million for the first time this year
Sustainability is becoming a bigger priority in New Zealand’s tourism sector, with both the public and private sectors eager to uphold indigenous cultural values and preserve the destination for generations to come.
Visitor numbers to Mount Cook National Park have exceeded one million for the first time this year
While tourism has brought tangible economic benefits to the country in recent years, industry stakeholders are now making a concerted effort to incorporate visitor, environmental and community goals in its strategy.
The added weight on sustainable goals is evident in the Tourism Industry Aotearoa’s (TIA) – Aotearoa is the Maori name for New Zealand – Tourism 2025 & Beyond report as well as the New Zealand-Aotearoa Government Tourism Strategy, which was recently unveiled at Trenz 2019.
Chris Roberts, chief executive of TIA, said: “By any measure, New Zealand’s tourism industry has experienced a remarkable period of growth. Visitors and the businesses that service them are making a crucial contribution to the economic and social well-being of cities, towns and regions across (the country).”
Indeed, tourism has been breathing new life into the country’s small towns, with Roberts citing the example of small-town patrol stations and restaurants having managed to survive due to business from tourists.
“A local builder born and bred in Taumarunui reckons he has never seen the town so vibrant. And what does he put that down to? Tourism,” he shared.
Yet, there is another side to this rapid growth. The surge in visitor traffic has introduced strains on both infrastructure as well as labour in some regions.
To safeguard New Zealand’s future, TIA has revised its former Tourism 2025 Growth Framework launched in 2014.
Kelvin Davis, New Zealand tourism minister, said: “We want tourism to improve New Zealanders’ social, cultural, environmental as well as economic well-being. We want tourism growth to be productive, sustainable and inclusive.”
Social, cultural, environmental and economic goals are “not to be traded off against one another”, he asserted. “A well-functioning tourism will see these all working together.”
This will mean building partnerships with the Maori society across all outcomes of the strategy, as well as building a low-emission and climate-resilient economy to support the transition to a ‘clean, green and carbon-neutral’ New Zealand-Aotearoa, Davis elaborated.
“Importantly, (the new tourism strategy) recognises the environment – our cultural capital – as the economic foundation of New Zealand-Aotearoa and growth will need to be created within ecological limits,” the tourism minister declared.
Reflecting the country’s commitment to environmental goals, the tourism strategy was launched together with the Ministry of Conservation for the first time.
Eugenie Sage, minister of conservation, said: “The Department of Conservation (DOC) contributes to the strategy because it’s acknowledging that our natural and cultural heritage is at the heart of our success as a country and society.
“It is our responsibility to help ensure that we have a sustainable visitor industry that protects and cherishes natural and cultural heritage for its own sake and for the present and future generations.”
She shared that the new tourism strategy would enable the government to adopt a more active and coordinated approach to make sustainability a core value in tourism and mitigate the industry’s impacts.
The DOC also sees its role as going beyond providing the infrastructure for recreation in nature or preserving and protecting the natural environment. Sage shared that the department is also working in partnership with the Maori community and businesses to understand and encompass their cultural values.
For example, at Mount Cook, where annual visitor numbers recently reached one million, “the DOC has worked to ensure that facilities are adequate and visitors have access to a safe, high-quality experience, while at the same time the outstanding natural and cultural values of the national park are protected”, according to Sage.
Since 2010, the DOC has invested NZ$16.5 million (US$10.9 million) in facilities including a new visitor centre, road improvements, tracks and additional toilets. Some NZ$122,000 was also spent on repairing the Hooker Valley Track following severe weather damage last March.
To fund the projects, the government has introduced an International Visitor Conservation and Tourism Levy as of July 1, which requires international visitors staying in the country for less than 12 months to pay a NZ$35 levy. The government expects to generate NZ$350 million in revenue from the new levy over the next five years.
Meanwhile, the industry has increasingly recognised and adopted Maori values of guardianship, hospitality and togetherness.
In November 2018, TIA and six other New Zealand organisations also launched Tiaki, Care for New Zealand, an initiative which encourages international and domestic travellers to act as guardians of New Zealand by following a set of guidelines outlining the ways visitors can preserve and protect the land.
Tourism-related businesses in the country have also been active participants in their efforts to live up to the Tiaki promise.
For example, Malcolm Johns, chief executive of Christchurch Airport, said: “In the past four years we have been investing in activities to decarbonise our business. The priority is on direct emissions for now, (but we plan to) deal with indirect business (in future).
“Since we started, we have removed 90 per cent of our direct emissions and by October this year we would be within touching distance from being (free of) direct emissions in our business.”
However, in the project’s final stages, Johns acknowledged that the airport is faced with the touch challenge of dealing with fuels that fire power engines and emergency back-up generators.
Meanwhile, Air New Zealand is putting its focus on “reductions and innovation – minimising emissions by using fuel more efficiently, and exploring new commercial solutions and technology to stabilise our carbon emissions by 2020”, said chief revenue officer, Cam Wallace.
“One of the most significant ways to reduce emissions is by operating a modern and efficient fleet. We (started operating) 787-9 Dreamliner in 2014 and retired our last Boeing 767 aircraft from our fleet in March 2017.
“We’ve recently introduced three A320neos and six A321neos. New-generation engines, fuel-efficient Sharklet wingtip devices and approximately 25 per cent more seats mean the neos are expected to help deliver fuel savings and efficiencies of at least 15 per cent compared with the aircraft they’re replacing,” he revealed.
Despite the progress made in cutting emissions, Air New Zealand is still some way off from being entirely emissions free, admitted Wallace.
“The reality is that there will be a limit to the efficiencies we can make, and despite an extensive global search, aviation biofuel supply at the scale we need for our operations is still a way off,” he said.
“This makes carbon offsetting hugely important to balance some of the impact of air travel. We offer our retail and larger corporate customers the option to offset carbon emissions associated with their flights through our FlyNeutral programme.”
A woman posing for the perfect Instagram shot at Lempuyang Temple
As Instagram creates a wave of social media-fuelled tourism among millennials worldwide, travel sellers and operators are not only building a presence on the popular photo-sharing platform itself, but also creating photo-driven tours and itineraries in order to appeal to the new generation of holidaymakers.
Speaking at the recent Arival Bangkok conference, Abhinav Kumar, regional manager – South-east Asia, GetYourGuide, shared that the online tours and activities marketplace’s Bali Instagram Tour: The Most Scenic Spots was co-created with a tour operator, following observations that many people, especially female solo travellers, were booking tours to Lempuyang Temple on the eastern-most part of the island.
A woman posing for the perfect Instagram shot at Lempuyang Temple in Bali
Recognising further upselling opportunities from this “bestselling tour”, Kumar said GetYourGuide started offering add-on options of premium car transfers, Polaroid cameras and drone videos to entice the Insta-set keen to take a photo between the iconic temple gates at this bucket-list attraction, also known as the ‘Gates of Heaven’.
What “started as a basic tour turned into an offer with many add-on options”, enabling GetYourGuide to boost its booking and revenue share through “product segmentation”, he shared.
Nicola Scaramuzzino, Thailand country manager at Panorama Destination, also revealed that the DMC is keen to sell Instagram tours on online platforms, as the company seeks to “customise different products for the digital generation”. “There are different types of travellers, we need to cater to them,” he said.
It’s unsurprising too that hotels also want a slice of the Instagram effect, which has been looked upon as an effective marketing tool especially with the huge rise of influencer marketing.
The Sukhothai Hotel Bangkok’s director of sales & marketing Santichai Boonrasri sees a “powerful medium” in social media, which drives a significant portion of bookings for the property.
The influencer marketing strategy, according to Santichai, is especially apparent for South Korea, a travel market very much driven by influencers who post photos of the Thai urban resort on Instagram, which in turn spur further bookings from this market.
However, Insta-tourism has its challenges too, as Scaramuzzino observes a generation more keen on “discovering photogenic spots than the history of a destination”. Some attractions, such as Padar on Komodo Island, are oftentimes reduced to being photo points for the Instagram addicts, as some travellers go to lengths and even dangerous positions to capture the perfect photo at such spectacular spots.
But Air Tours’ social media specialist Dawid Razny does not think that photo-driven social media apps like Instagram has reached a saturation point among today’s travellers. The Instagram trend is still “not that obvious or full blown” for travellers in their 30s and 40s, who make up the main clientele for the Polish tour operator.
“I expect in a couple of years photos will truly become a driving force for a younger generation of travellers,” he remarked, speaking to TTG Asia at Thailand Travel Mart last month.
China's Ctrip teams up with 10 ride-hailers worldwide; a man hailing for a ride
Ctrip announced last week that it now has 10 ride-hailing services from around the globe integrated into its own app, offering mobility services in 785 cities.
Among them are Lyft and Grab, the leading South-east Asian ride-hailing player that recently invested in ride-hailing aggregator Splyt.
China’s Ctrip teams up with 10 ride-hailers worldwide; a man hailing for a ride
Others are Cabify in South American; Careem, which operates in West Asia and North Africa; Gett, which covers Great Britain, Russia and Israel; Liftago, which covers Czech and Slovakia; Germany’s Taxi Deutschland and Bolt; Belgium’s Taxis Verts; and the Netherland’s TCA.
Ctrip’s app also provides online translation to help its users communicate with local drivers and enables payment in RMB.
Last year, Ctrip had also teamed up with ride-hailing aggregator Splyt, which works with all 10 platforms, to offer pick-up and drop-off services on the OTA’s Asia-Pacific brand, Trip.com.
Ctrip’s integration of overseas ride-hailing capabilities pits it against the country’s ride-hailing leader Didi, and other startups that also target Chinese outbound tourists such as Guide.
The Innov8 Golf Course Road co-working space in Gurgaon
After hotels and homes, Indian hotel startup Oyo is now venturing into the commercial real estate business with the acquisition of Indian co-working venture Innov8 in a US$30 million, all-stock deal, Reuters reported.
With the acquisition of Innov8, Oyo is expected to take on fellow SoftBank-backed shared office space manager WeWork, which is now gearing up for an IPO, the report added.
The Innov8 Golf Course Road co-working space in Gurgaon
Having brought Innov8 under its fold, Oyo revealed that it would incorporate a multi-brand approach with two other co-working brands, Powerstation and Workflo, to introduce Oyo Workspaces.
Led by Rohit Kapoor, CEO, New Real Estate Businesses, Oyo Workspaces will offer co-working real estate in the upper-mid scale, mid scale and economy categories.
Oyo is expected to open over 21 of its shared work spaces in more than 10 cities across the country. There are plans to expand Oyo Workspace to over 50 centres by the end of 2019.
New Delhi-based Innov8 offers upmarket shared workspaces, where a private office costs as high as Rp64,999 (US$947) a month, while a desk is sold for Rp9,999 per month.
